Why are there so many staff conflicts when your expectations are really straightforward? Truthfully leadership may be contributing to the problem.
There are may other contributors like jealousy, insecurity, people not staying in their lane and not having the right person in the right role. Sometimes leadership has not been clearly communicated to the people who need to know.
Jealousy – This is a destroyer. I have seen staff members so consumed by this emotion, they will damage the success of an event, the reputation of a provided service and destroy relationships. They continually compete with their co-workers to the detriment of achieveing goals and a pleasant work environment.
Insecurity – This is almost like a disease. It can infect everything it comes into contact with.
People Not Staying in Their Lane of Responsibility – Some people want to be involved in everything. This is not possible, especially as an organization grows. They create conflict as they try to have a voice in decisions that have nothing to do with them.
Right Person, Wrong Role – If someone does not suit the role, this can generate lots of conflict that can frustrate the individual and other staff members who feel the effects of the wrong pairing. This can lead to isolation, arguments, depression and bitterness.
How do we handle these issues? Clarity, strong communication, consequences and support for all roles.
Clarity – Do you know what is supposed to be happening and who is responsible for roles, tasks and projects? You cannot confuse assumption with clear understanding. Yours and your staffs.
Strong Communication – Put it in writing, share information and organizational structure verbally and with charts annually or as needed. Reinforce role classification on your website, use screen savers to clearly show departments. Utilize meetings to clearly direct information and requests to the correct person. If you want to diminish staff conflicts, keep things clear. Muddy water will still wash a car but the results will be less than ideal.
Consequences – People pay attention to what hurts. If they are creating disention or fighting with co-workers over avoidable issues, they need to understand and experience consequences. This will be dependent on their role, responsibities and the issues.
If you know who the problem is, speak privately and kindly to that person. Never embarass them in front of others. You will undermine your authority and that is usually a sign of insecurity or imaturity. You are not a 2 year old throwing a tantrum.
Keep your conversation focused on actions and not on personal criticisms. Find the root of the problem because surface behaviours are usually only the exposed part of the problem. I think it is better to have someone else sit in on the discussion who will not gossip if possible.
Also know your people. If the staff member is immature, petty, jealous or you are uncertain of their character, protect yourself and have someone else present. People can become aggressive when confronted with their behaviour and accuse you of inappropriate comments or behaviour. Protect yourself.
Support for All Roles – Treat others as you want to be treated. The actual support for different roles may be different based on demands, responsibities and other factors. The treatment of individuals should be the same in terms of respect and providing support in general.
Providing additional support and favours for some based on friendships, perceived higher importance, cliques and to curry favour will lead to staff conflicts.
Even if some of the staff impacted are mature enough to not retaliate and create conflicts in response, there will be some impact be it big or small.
We all have our opinions and ways of working however, some conflicts are avoidable. A great work environment is achieveable!